CareerDevelopment

CareerDevelopment

Career DevelopmentLearning Objectives

• Explain Integration of Individual and Organizational Needs

• Describe Conditions leading to success

• Discuss Matching Jobs with Individual’s Desires

• Describe Methods used in C.D.

Career Developmentfor Professional Staff

• Sequence of Jobs for Management and Professionals

• Benefits to: Individual Management

• Goals: Make Best Use of Skills and Talents for all

Rankand

Earnings

Job 5

Job 4

Job 3

Job 2

Job 1

Years with Organization

Career Paths

• Lines of advancement in an occupational field within an organization.

Career Plateau

• Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low.

Promotion

• Change of assignment to a job at a higher level in the organization.

Transfer

• Placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job.

Career Development Policies

Transfers Promotions Demotions/Termination

Relocation Services Outplacement Services

Development Opportunity Announcements

“Promotion of CD Opportunities”

Impacts from Economic Situation

• Equal Employment• Right-sizing• Restructuring• Promotion Competition• Technology and

Innovation• Layoffs/Firings

Two-Way Support:Career Development/HR

Performance AppraisalCareer Path

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Development and Reward

Individual Informationand Planning

Training, Development,and Education

Compensation and Benefits

The Career Development Program

Who is Responsible?

?

Partnership

EmployeeOrganization

MATCHING INDIVIDUALAND

ORGANIZATIONAL NEEDS

The Career Development Program

ORGANIZATIONALNEEDS

• Staffing• Development• Leveling off• Restaffing

INDIVIDUAL NEEDS• Making career/job

choice• Making

contributions• Fitting into

organization• Using experience

Creating Favorable Conditions for Career Development

• Management Participation– Provide top management

support– Provide collaboration between

line managers and HR managers

– Train managerial personnel

• Setting Goals– Plan human resources strategy

• Changing HR Policies– Provide for job rotation– Provide outplacement service

• Announcing Program– Explain its philosophy

INVENTORY JOB OPPORTUNITIES

• Job Competencies– Base on job analysis and evaluation– Identify knowledge and skills

required

• Job Progressions– Design career paths for individuals

• Training Needs– Identify needs beyond one-the-job

training

DETERMINE EMPLOYEE POTENTIAL• Career Planning Workbooks

– Stimulate thinking about careers, strengths/limitations, development needs

• Career Planning Workshops– Discuss and compare attitudes,

concerns, plans

• Career Counseling– Discuss job, career interests,

goals

• Web-based Career Development– Products, services, and

confidentiality

Mentors

• Executives who coach, advise, and encourage individuals of lesser rank.

Mentoring

WHO• Senior Managers• Peer Groups• Role Models

HOW• Advise• Coach• Encourage

Why Develop a Mentoring Program?

• Generate Management Visibility• Build Bridges Between

Management and Employees• Create Culture Awareness• Increase Networking• Foster People-Developers

Mentoring Functions

Inside an Organization

• Sponsorship• Exposure and

visibility• Coaching• Protection• Challenging

assignments• Advocate

Internally

Outside Environment

• Role modeling• Acceptance• Counseling/

Advising• Friendship

Mentoring Functions

• Functions concerned with the career advancement and psychological aspects the person being mentored.

Fast-Track Program

• Program that encourages young managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential.

Mentors

• Proteges• Communicators• Learn the Ropes• Old Boys' Network

• Internal Politics• Career Ladders• Partnering-Teams• Avoid

Discrimination

Special Interest Groups Needs Assistance

• Women• Families/Child

Care• Nepotism

Deficient• Interns

• Minorities• Dual Careers• Handicapped/

Challenged• Intrapreneurs

Entrepreneurand

Intrapreneurs

• One who starts, organizes, manages, and assumes responsibility for a business or other enterprise.

Assessment Center

• Process by which individuals are evaluated as they participate in a series of situations that resemble what they might be called upon to handle on the job.

Evaluating Employee Development Needs

Servicing the Career Development Needs

• Career Planning Workshops• Career Planning Workbooks• Career Counseling• Development Testing for

Employees• Extensive Web-Based

Products/Services

Career DevelopmentAids for Self-Assessment

• Values Assessments• Interest Inventories• Personal

Characteristics Instruments

• Skill Development and Ability Tests

Career Development

BPO Self-Assessments

Career Resources

Career Counseling

• Process of discussing with employees their current job activities and performance, their personal job and career goals, their personal skills, and suitable career development objectives.

Stages of Career Development

STAGE 1: Preparation for WorkTypical Age

Range:0-25

Major Tasks: Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education.

STAGE 2: Organizational EntryTypical Age

Range:18-25

Major Tasks: Obtain job offer(s) from desired organization(s), select appropriate job based on accurate info.

STAGE 3: Early CareerTypical Age

Range:25-40

Major Tasks: Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals.

Stages of Career Development

STAGE 4: Mid-careerTypical Age

Range:40-55

Major Tasks: Reappraise early career and early adulthood, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive in work.

STAGE 5: Late CareerTypical Age

Range:55-retirement

Major Tasks: Remain productive in work, maintain self-esteem, prepare for effective retirement.

Specific CareerDevelopment Activities

• Career Counseling• Career Pathing• Inventory Skills• Transfers

• Training• Job Posting• Promoting• Lateral

Development

Holland's Self-DirectedSearch Types

• Realistic• Investigative• Artistic• Social• Enterprising• Conventional

Matching to Career

• Individual Personality Types• Relationship to Working

Environments

SELF-ASSESSMENTS

MBTI Personality typesCareerLeader

Basic Skills of successfulCareer Management

1. Develop a positive attitude2. Take responsibility for your own

career.3. Establish goals.4. Be aware of success factors.5. Present yourself in a positive manner.6. Be in the right place at the right time.7. Establish a relationship with a mentor

or guide.8. Adopt the mind-set of your superiors.

Career DevelopmentTerms to Identify

• Transfer• Relocation

Services• Outplacement

Services• Job Progressions• Career Paths• Career Counseling

• Assessment Center

• Fast-track program

• Mentors• Mentoring

functions• Dual-career

couples• Self-Assessment

Instruments

Organizational Purposes

Advantages Disadvantages

WHY?

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